The effect of leader personality on follower behaviour

The effect of leader and follower extraversion on leader-member exchange: An interpersonal perspective incorporating power distance orientation

Organizational research commonly proposes that leader and/or follower extraversion will be positively related to leader-member exchange (LMX). The assumption is that being social translates into high-quality relationships. We move beyond this intrapersonal hypothesis and offer an interpersonal hypothesis. Following similarity-attraction theory, we suggest that leader-follower extraversion similarity positively relates to LMX. We also suggest that this relationship depends on follower perspectives regarding appropriate relationship power dynamics. Polynomial regression and moderated polynomial regression analysis using 374 leader-follower dyads found that the relationship between leader-follower extraversion similarity and LMX is significant for followers high in power distance orientation (PDO), but not for followers low in PDO. We also found that low PDO enhances the effect of follower extraversion on LMX, and that for high PDO followers, LMX was highest when leader-follower similarity occurred at extreme levels along the extraversion-introversion continuum compared to similarity at moderate levels (i.e., ambiverts).

Does personality affect the individual's perceptions of organizational justice? The mediating role of organizational politics

Purpose

The personality of an individual plays a vital role in the way an individual perceives organizational politics and justice in the workplace. However, there is meager research on how an individual's personality affects the perceptions of organizational politics and justice. This study endeavors to fill this gap by analyzing the mediating role of organizational politics perceptions on the relationship between Big Five personality dimensions and organizational justice by controlling various demographic variables. The study also proposes a benchmarking model that the policymakers can use to create positive organizational justice perceptions.

Design/methodology/approach

In this cross-sectional research, the data were collected through a multi-stage random sampling technique from 493 faculty members working in four public universities of Punjab, India. Out of 493 employees, 76.9% of the employees were assistant professors, 12.0% were associate professors and 11.2% were assistant professors. 51.5% of the employees were female, and 48.5% of the employees were male. To test the proposed hypothesized relationships, a structural equation modeling technique was used.

Findings

Results of the structural equation modeling showed that openness to experience, conscientiousness and extraversion have a negative relationship with perceptions of organizational politics. However, their relationship with perceptions of organizational justice is positive. Neuroticism has a positive relationship with perceptions of organizational politics, whereas it has a negative relationship with perceptions of organizational justice. Results also showed that high perceptions of organizational politics have a negative effect on employee's perceptions regarding organizational justice. The mediation analysis results showed that perceptions of organizational politics mediate the relationship between an individual's personality and perceptions of organizational justice.

Originality/value

There is a scant amount of research available that considers Big Five personality dimensions and organizational politics as the antecedents of organizational justice. Hence, the current study tries to fill this research gap by proposing a research model on antecedents and consequences of perceptions of organizational politics based on the cognitive-affective processing system (CAPS).

Leader self-enhancement values: curvilinear and congruence effects

Purpose

Assumptions regarding the effect of leader self-enhancement values on leader-follower relationships are oversimplified. To advance this conversation, we test non-linear and congruence effects. We hypothesize that leader self-enhancement values (via prestige) have an inverted U-shaped relationship with employee perceptions of leader-member exchange (LMX) and leader interpersonal justice, and that leader-follower incongruence is negatively related to LMX and interpersonal justice.

Design/methodology/approach

To evaluate our hypotheses we use hierarchical regression, polynomial regression, and surface plot analysis. Our sample consists of 193 leader-follower dyads from a variety of organizations.

Findings

LMX and interpersonal justice increase as leader self-enhancement increases, but begin to decrease at higher levels of self-enhancement values. Additionally, leader-follower self-enhancement incongruence is negatively related to interpersonal justice. Finally, LMX is lowest when leaders are higher than followers in self-enhancement values compared to when followers are higher than leaders.

Practical implications

It is critical to evaluate the level of leader self-enhancement values and/or the joint influence of the follower values (self-enhancement) to fully understand the effect of leader values on follower perceptions of the dyadic relationship. Organizations interested in facilitating high-quality leader-follower relationships should focus on the levels of the values and on mechanisms that facilitate leader-follower value alignment.

Originality/value

This work extends prior research assuming a direct, linear effect of leader self-enhancement values on follower outcomes. To fully understand the influence of leader values it is important to consider curvilinear and congruence effects.